完整後設資料紀錄
| DC 欄位 | 值 | 語言 |
|---|---|---|
| dc.contributor.author | 陳郁汶 | |
| dc.contributor.author | 林雨柔 | |
| dc.contributor.author | 蔡雅宜 | |
| dc.contributor.author | 江采恩 | |
| dc.contributor.author | Chen, Yu Wen | |
| dc.contributor.author | Lin, Yu Joy | |
| dc.contributor.author | Tsai, Ya Yi | |
| dc.contributor.author | Jiang, Cai En | |
| dc.date | 106學年度第一學期 | |
| dc.date.accessioned | 2018-04-17T02:56:37Z | |
| dc.date.accessioned | 2020-07-30T07:24:06Z | - |
| dc.date.available | 2018-04-17T02:56:37Z | |
| dc.date.available | 2020-07-30T07:24:06Z | - |
| dc.date.issued | 2018-04-17T02:56:37Z | |
| dc.date.submitted | 2018-04-17 | |
| dc.identifier.other | M0523519, M0529992, M0523566, M0597326 | |
| dc.identifier.uri | http://dspace.fcu.edu.tw/handle/2377/31760 | - |
| dc.description.abstract | Abstract Costco Wholesale Corporation is an American membership which is the only one membership warehouse club and provides a wide selection of merchandise. Otherwise, they are currently the largest membership club not only in American but also in global. Around the world, in this market, it owns the biggest branches. In Taiwan, it is the first membership-only warehouse club. With this advantage, customers in Taiwan tend to get all the necessities in one store. It’s more convenient than before and the prices of their products are much cheaper. In addition, Costco has changed the consuming habit gradually. On this report, we would like to take Costco Wholesale Corporation as a case study, analyzing their strategies, advantages, disadvantages and so on. With the above reasons, we’d like to discover the reasons why it can succeed in a short period of time. By comparing with the rivals, we can do the strategy analysis and figure out the answer. | |
| dc.description.tableofcontents | Content Title: Global Strategic Management- Costco case study 0 Class: 2nd year of Department of International Trade 0 Content I List of Table X Abstract 1 1 Introduction of Costco 2 1.1 Global overview of Costco 2 1.1.1 Category Sales 2 1.2 The introduction of Costco in Taiwan 3 1.2.1 Locations in Taiwan 3 1.2.2 Membership in Taiwan 4 1.2.3 Operative performance in global for Costco 5 1.3 Vision 6 1.4 Value 6 1.4.1 Part1 6 1.4.2 Part2 7 2 Three level strategies 8 2.1 Purpose of corporate-level strategy 8 2.1.1 Corporate level-Costco’s SBUs: 8 2.2 Business level-Kirkland signature 10 2.2.1 Background 10 2.2.2 Kirkland signature means quality and value 10 2.3 Functional level 12 2.3.1 Marketing strategy-membership 12 2.3.2 Marketing strategy-bulk-packaged 12 2.3.3 Marketing strategy-one-stop shopping 12 2.3.4 Marketing strategy- co-branding 12 2.3.5 Marketing strategy-4P 12 2.3.6 Financial strategy 14 3 Strategic map 16 3.1 Low Cost 16 3.2 Low Price 19 3.3 High Quality 19 3.4 Membership 19 4 Five Forces analysis 21 4.1 Rivalry: Carrefour/ RT-Mart/ A-Mart/ Taisuco/ Save& Safe: weak 21 4.1.1 Product diversification: strong 21 4.1.2 Product differentiation and uniqueness: weak 22 4.1.3 Capital requirement: weak 22 4.1.4 Size: weak 22 4.1.5 Cost condition: weak 23 4.1.6 Overall 23 4.2 Bargaining power of suppliers 23 4.2.1 Large population of suppliers: weak 23 4.2.2 Place-product differentiation and large volume from suppliers: weak 24 4.2.3 Forward integration: weak 24 4.3 Bargaining power of buyers: strong 24 4.3.1 The differentiation of unique import: weak 24 4.3.2 Low switching costs: strong 24 4.3.3 High available of substitutes: strong 24 4.3.4 Easily to get information: strong 25 4.4 Threat from Substitutes: strong 25 4.4.1 Same products from other rivalries or companies: medium 25 4.4.2 Places: Online shopping-PC Home, momo shop: strong 25 4.5 Threat of new entrants: PX-Mart: weak 26 4.5.1 Cost advantage: weak 27 4.5.3 Product differentiation and uniqueness: weak 27 4.5.4 Daily necessities: strong 27 4.5.5 Access to distribution channel: strong 28 4.5.6 Overall 28 5 Strategic Group Analysis 29 6 Resource, Capability, and VRIS Analysis 32 6.1 Resource-Tangible 32 6.1.1 Finance-good sales and financial performance 32 6.1.2 Physical-Location and Equipment 34 6.2 Resource-Intangible 35 6.2.1 Intangible-Technology 35 6.2.2 Intangible-Service 35 6.2.3 Intangible-Reputation 37 6.3 Resource-Human Resource 39 6.3.1 Costco’s culture 40 6.4 Capabilities 41 6.4.1 Tangible-operating management: Finance 41 6.4.2 Tangible-Expansion 42 6.4.3 Intangible-Marketing 43 6.4.4 Intangible-Human Resource 44 6.5 Strategies analysis 46 6.5.1 Tangible strategies analysis 46 6.5.2 Intangible strategies analysis 48 6.6 VRIS 52 6.6.1 Resource-VRIS analysis 52 6.6.2 Capabilities-VRIS analysis 54 7 Value Chain and Low Cost strategy 56 7.1 Primary Activities 56 7.1.1 Inbound Logistics 56 7.1.2 Operation 57 7.1.3 Outbound Logistics 58 7.1.4 Marketing and Sales 59 7.1.5 After-Sales and service 62 7.2 Support Activities 64 7.2.1 Firm Infrastructure 64 7.2.2 Technology Development 67 7.2.3 Procurement 68 7.3 Costco is cost leadership 68 7.3.1 Economies of scale 69 7.3.2 Product design: simple-packaged + big volume products 69 7.3.3 Input cost 69 7.3.4 Private label brand-Kirkland 69 7.3.5 Geographic locations 70 7.3.6 HR management 70 7.3.7 No advertisement 70 8 BCG Analysis and Synergy 71 8.1 Question mark 72 8.1.1 Ancillary and others – gasoline 72 8.1.2 Hardline - Health & Medicines 72 8.1.3 Fresh food - meat and cooked food 72 8.2 Star 73 8.2.1 Sundries - snacks, beverage, cleaning product and daily necessities 73 8.3 Dog 73 8.3.1 Hardline- major appliances, electronics, hardware 73 8.3.2 Softline-clothing 74 8.3.3 Ancillary and other-food court, optical, photo, hearing aid, tire center 74 8.4 Cash Cow 74 8.4.1 Food-dry food, packaged food 74 8.5 Synergy 74 8.5.1 Operating Synergy- Costco+Kirkland 74 8.5.2 Financial Synergy 76 8.5.3 Marketing Synergy 77 9 Vertical Integration/ Outsourcing Strategy and Diversification strategy 79 9.1 Outsourcing Strategy 79 9.2 Vertical Integration 80 9.3 Kirkland-Vertical and Outsourcing 81 9.3.1 Outsourcing strategy and vertical integration for Kirkland 81 9.4 Diversification Strategy 84 9.4.1 Related 84 9.4.2 Unrelated 85 10 National Diamond 86 10.1 Factor conditions 86 1. Natural resources, Location 86 2. Technology 87 10.2 Demand condition 87 10.3 Relating supporting industries 89 10.3.1 Retail Industry 89 10.3.2 Logistics 90 10.3.3 Technologies 90 10.4 Strategy, Structure and Rivalry 91 10.4.1 Structure 91 10.4.2 Strategy 91 10.4.3 Rivalry-Walmart/Amazon/Target 96 11 Conclusion 101 12 Reference 102 | |
| dc.format.extent | 103p. | |
| dc.language.iso | en | |
| dc.rights | openbrowse | |
| dc.subject | Costco Wholesale Corporation | |
| dc.subject | business strategy | |
| dc.subject | strategy management analysis | |
| dc.title | Global Strategic Management- Costco case study | |
| dc.type | gradreport | |
| dc.description.course | 全球策略管理 | |
| dc.contributor.department | 國際經營與貿易學系碩士班, 商學院 | |
| dc.description.instructor | 羅芳怡 | |
| dc.description.programme | 國際經營與貿易學系碩士班, 商學院 | |
| 分類: | 商106學年度 | |
文件中的檔案：
| 檔案 | 描述 | 大小 | 格式 | |
|---|---|---|---|---|
| M0597326106136.pdf | 3.82 MB | Adobe PDF | 檢視/開啟 |
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